ByteDance is a technology company operating a range of content platforms that inform, educate, entertain and inspire people across languages, cultures, and geographies.A member of the Data Center Development team whose main objective is to build the infrastructure required to support the organisation’s growth both inside and outside of mainland China. The team oversees innovation of new DC designs as well as the development of physical infrastructure, marrying cutting edge liquid cooling technologies and new deployments methodologies into production environments. My functional role in the team: - Participate in site selection procedures (for full fledged build-to-specifications data centres) or site assessment (for co-location sites).- Assessing and grading proposals from RFPs, evaluating vendor’s project management capabilities as well as project management methodologies.- Preliminary capacity planning, matching business demands to potential supplies.- Forming project teams based on location of site, strategic planning with selected vendors on construction methodology.- End-to-end project-management from civil construction stage right up to site operational state, including IT equipment onboarding, powered on, configured and tested. - Project closure with documentations compiled and handed over to the DC operations team. Accolades:1. Conferred ByteStyle Team award 2023 H1 as recognition for most well-managed project promoting core company values (TikTok’s first DC within the EU region) in the company for the first half of 2023. 2. Conferred ByteStyle Team award 2022 as recognition for most well-managed project promoting core company values (TikTok’s first DC fully deployed with cold-plate liquid cooling capabilities) in the company for 2022.

Deployed on-site @ Microsoft via Robert Walters Pte Ltd Microsoft operates one of the world’s largest enterprise cloud ecosystems. It continues to expand rapidly to meet growing customers’ demands across the world.Primary role is to provide project management expertise, data analytics and advisory services to the Cloud Interconnectivity and Acquisitions team. The team handles strategic end-to-end sourcing including formal research, supplier and internal stakeholders’ collaboration, deal negotiation and handover to delivery team for deliveries based on agreed contractual termsSecondary function is to support APAC sourcing managers on their commercial deals’ negotiations or conclusion, in the form of cost tabulation, routing for legal reviews, confirming technical specifications with relevant stakeholders and submission of required documentation for purpose of financial recording. Delivery of key initiatives:1. Business process mapping of sourcing steps for acquisition of leased co-location space and new network connectivity orders.2. Worked with automation team to automate sourcing workflows which had been mapped out. 3. Developed Power BI dashboard which effectively automated reporting of team workload and respective manager’s active tickets’ status. Therefore, reducing manual effort for compilation and enabling single pane of view for self-service tracking of tickets for sourcing managers.

Placement via Nicoll Curtin Technology.Delivery of key initiatives:1. Operations Service Delivery: Drive weekly and monthly operational syncs with vendor’s service delivery manager and 4 teams of 6 engineers each, ensuring progress of service levels towards contractual levels. 2. Operational Efficiency Advisory: With the support of Facebook ENS Ops team, collaborated with vendor team leaders to reduce operational backlog, reducing opened and overdue tickets by 85% in first 9 months. Systematically developed SOPs for frequently encountered issues so that future cases can be resolved without delays due to pending reviews by FTEs. 3. Operations Data Analytics: Assisted the team to develop dashboards which provides ticket performance of all verticals as well as trending issues for the wider operational team to consider. Multiple iterative improvement cycles on the data visualization were done using the dashboards which also provided improved MTTR performance of all verticals by 20% by mid-2020. 4. Project Management: Concurrently led a number of key initiatives for wider APAC teams. a. Site Audit (Remote Infra Security & Compliance): Assisted to transit the global audit program from a dedicated vendor team into a FB-owned and led program, supported by regional smart hands turnkey vendors. Effectively lowering the annual OPEX for audit services by 15%.b. Cost Benefit Analysis: Established a framework for grading fiber clearing services and its corresponding cost for various vendors in EMEA region. This allowed FB deployment managers to capture abnormal charges and/or exceptional lead times required by vendors which in turn provided insights into quality of circuit delivery by EMEA ISPs. c. Vending Machine in COLO: Piloted a program to install vending machines in replacement of storage cabinets for COLO sites. The study yielded a possible annual savings of USD6 million for 150 sites by creating visibility of parts at site on a real-time basis.

Delivery of key IT transformation initiatives for Singapore Office1. Co-managed a multi-million project overseeing expansion and modernization of the bank’s IT capabilities such as: a. Increased virtualization rate of the bank’s main production setup over the project period of transformation. Virtualization rate hit targeted rate of 80% by end of year 2.b. Led site enhancement project focused on expanding BCP capacity by 50% and improving BCP infrastructure by introducing new technologies at the BCP site as well. c. Develop network guiding principles for new network setup, allowing the bank to adopt and capitalize on cloud technologies when it is ready. d. Break new ground by introducing facial recognition-enabled remote access capabilities that directly led to improvement of the bank’s business efficiency as one third of local workforce can work remotely. 2. Revamped the bank’s telephony setup and combined 3 silos (telephony, voice recording and conferencing setup) into 1 VoIP solution that can be integrated with Office 365’s Skype for business. This is in preparation of HQ’s bank-wide launch of Office 365. Effective annual cost avoidance of USD 1.5 million on extending support for legacy systems as well as improve workplace productivity by 15%.Regional Management Coverage: • Work with senior IT management (CIO level) as well as Japan HQ to develop roadmaps for technologies that the bank adopted. • Managed 2 teams of outsourced engineers, total numbering 15 pax, with diverse skill sets and reporting structures in a matrix organization.• Managed and maintained a multi-IT suppliers’ environment to reduce concentration risks.• Review and validate technology and/or infrastructure design for other APAC branches. • Collaborate with various local IT teams to define scope of in-country IT support as well as those that requires Singapore HQ’s support.

Delivery of key IT transformation initiatives:1. Co-managed a multi-million transformation project that delivered setup of new data centers (both production and DR) and IT infrastructure migration, including:a. Refresh of core network equipment as part of project execution.b. Implemented real-time network infrastructure monitoring tool (OpNet) to improve operational troubleshooting capabilities.c. Improving critical systems redundancy by deploying F5 technology (GTM & LTM) (which was then new to the bank)2. Project managed and led a team of 8 engineers to perform bank wide OS migration from Windows XP to Windows 7 for 6 offices and 22 branches within 10 months and approved budget limits. Effective cost avoidance of more than SGD 1 million for extended support to Microsoft if the bank were to remain on Windows XP beyond extended supported years.3. Implementation of mobile device management (mobile iron) so that mobile access capabilities can be introduced to management level of the bank (middle managers to C-levels). 4. Co-project managed G3 (3rd Generation Giro) infrastructure setup with project value at SGD 1 million, ensuring that the bank had the recommended setup as defined by the Monetary Authority of Singapore.Service Delivery: 1. Collaborated with enterprise architecture team to review overall infrastructure periodically and identify opportunities for enhancing Bank’s IT infrastructure to ensure robustness, reliability, and stability.2. Collaborated with other operation teams to develop, implement, and maintain SOPs for the client/server environment.3. Collaborated with procurement teams to setup standardization buy/sell/hold listings for IT-related assets. 4. Assist the bank to conduct RFPs or participate in RFP reviews for technology refresh initiatives.

My role as a project leader was to handle onsite implementations of new technologies procured by clients as well as to facilitate knowledge transfer to both end users and BAU support teams post-implementations. Key IT Projects involved in: 1. Assist end users to migrate to virtual desktop infrastructure (VDI).2. Refresh of video conference technologies.3. Implementation of unified communications (IP Telephony integrated email services and internal instant messaging services).4. Network Access Control (testing and end user support). Project management: 1. Participated in the execution of IT Infrastructure project tasks assigned by Project Manager.2. Collaborate with technology vendors to create training plans for Desktop teams.3. Documentation review on all technology manuals to ensure quality of contents.